FINTECH • MOBILE DESIGN • SERVICE DESIGN • PRODUCTIVITY TOOL

Real-time sales workflow control for executives who can't be at a desk.

Mobile service design for a fintech team managing 33% international client base on the go.

Golden retriever dog sitting near solar panels and camper

ROLE & SCOPE

As a Senior UX Designer, I led the end-to-end design of an investment advisor app; translating the business goal of increased sales productivity into an intuitive mobile experience.

KEY SKILLS

Service Design, User Experience & Design Strategy

CROSS-FUNCTIONAL

Product Designer (me), Product Manager, 1 front-end Developer, and 2 Back-end developer

PROJECT DYNAMIC

1 Months, Launched in April 2024

Impact

Increase in sales funnel

Time Saved

Schedule follow-ups time reduced

Positive Adoption

App usage in 90 days increased

PROBLEM & CONSTRAINTS

Property Share sales team was asked to boost there sale's funnel by 36% to meet the target. I identified the bigger bottleneck in their workflow, which was the tool they were using for tracking & communications with clients

33% of PropertyShare's client base was international, and they operated in different time zones, putting them out of sync with an IST-based sales team working standard hours. The options the team had were uncomfortable: work overtime sitting in front of a laptop, miss the client entirely, or send a delayed response that made a high-value investor feel like an afterthought. Below are a few constraints that I faced.

The existing system was desktop-first

The admin panel was built for desktop and a rebuild wasn't on the table. The mobile app had to complement it, not replace it, which meant being deliberate about what functionality actually belonged on mobile.

Information density was a real risk.

Client and listing data was complex. Porting the desktop UI directly to mobile would've been unusable. Progressive disclosure wasn't a design preference here; it was the only viable solution to a real cognitive load problem.

Personal insights was living outside the system.

Reps were logging client context in personal notes, separate apps, and memory. That knowledge was invisible to the team and one resignation away from being lost entirely.

DESIGN DECISIONS

Mobile as a service channel, not a screen size

The initial brief was to make the admin panel work on mobile. I pushed back. Porting a desktop experience to a smaller screen produces a worse version of something that was already not working in the field. I treated mobile as a distinct context: one hand, variable attention, time-sensitive situations. Every decision flowed from that.

Mobile as a service channel, not a screen size

Mobile as a service channel, not a screen size

Progressive disclosure as the core architecture

The wrong response to complex listing data was to simplify it. The right response was to layer it. Miller's Law applied directly here: working memory has limits, and good design respects them. The salesperson sees what they need for the task at hand. Everything else is one deliberate tap away.

Progressive disclosure as the core architecture

Progressive disclosure as the core architecture

Chat summary as a relationship feature

Across timezone gaps, conversations went quiet for hours. A salesperson picking up a thread needed to respond with confidence, not spend three minutes scrolling. The AI summary was not a shortcut. It was a way of giving the salesperson the context to show up well for the client.

Chat summary as a relationship feature

Chat summary as a relationship feature

Notes and reminders inside the system, not alongside it

Context that lives outside the system gets lost. When a client relationship changes hands, when a team member is sick, when the team grows, the knowledge disappears with the person. Attaching notes and reminders to the right client and listing record made that knowledge part of the shared infrastructure.